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Mergers and acquisitions

Advisory service, planning and execution of the company sale process, structuring and directing the process, preparing the necessary documentation for the sale, determining the valuation of the company and directing the negotiations until the closing of the operation.

Specialized service for the incorporation of financial or strategic partners into the company’s capital to strengthen the business project, advising from the search for the investor and the support of the business plan and the valuation of the company, to the negotiation of the partners’ agreement after the coordination of the investor’s due diligence.

Advisory service based on establishing the acquisition plan strategy and execution process, identifying potential targets, advising on contacts with targets and on the processes of analysis and valuation of them, as well as defining the basis of negotiation and determining the industrial and business integration plan.

Advisory service based on the search for companies for a potential merger, which adds value to the resulting group, advising on the construction of the joint business plan, on the exchange ratio, on the regulation of corporate governance and the shareholders’ agreement and in general on all negotiations that are necessary to successfully close the proposed operation.

Private Equity

Advising venture capital funds or professional financial investors on different aspects within the investment cycle in their portfolio companies (in the search for investment opportunities and their analysis or in advising on divestment in companies).

Advisory service based on establishing the acquisition plan strategy and execution process, identifying potential targets, advising on contacts with targets and on the processes of analysis and valuation of them, as well as defining the basis of negotiation and determining the industrial and business integration plan.

Other services

Advisory, planning, and execution services for the purchase and sale of real estate assets, structuring and managing the process. Main areas:

  • Office buildings
  • Hotels
  • Industrial
  • Shopping centers
  • Healthcare

We guide our clients through the comprehensive preparation of a potential sales process, covering all its stages: from understanding the transactional logic to analyzing key information and risks, ensuring the business is ready for a future transaction. Throughout the process, we identify and implement operational improvements using our OBR methodology, strengthening market positioning and increasing the potential value of the transaction.

A report in which an independent third party provides an estimate of the company’s value using widely accepted valuation methodologies. This report is intended for use in shareholder buyouts, measuring value creation by the board of directors, scenario analysis, business unit contributions, refinancings, and other related matters.

Service consisting of helping a potential buyer in the process of analyzing a company in the context of a transaction.

Seeking partners to sign strategic agreements such as manufacturing agreements for third parties or the creation of a company together with a local partner to enter new markets.

Main magnitudes

>100 Deals

Successfully closed in recent years

70%
Sales Mandates
30%
Purchase Mandates
9-12 months
Average transaction closing period
>1M
Minimum EBITDA
>10M
Minimum sales
30M-100M
Target sales
>550
Investors ranked in our database
60%
Closing transactions with international buyers
+25%
Price improvement based on financial pre-due diligence of value

Customer typology and their motivations

It primarily advises family-owned private equity firms on their corporate processes, but also private equity funds and debt funds, as well as multinational companies.

Why hire an M&A advisor?

Many factors can be considered when arguing the need to hire an expert M&A or finance team. We will try to summarize the most important ones.

Experience and specialization

Leveraging best practices in these types of processes and following successful methodologies

Coordination

The entire process and the various actors (legal advisors, auditors, etc.) who must intervene according to appropriate timeframes and market practices.

Professionalism

The guarantee of being advised by a specialist professional lends credibility to the transaction to third parties.

Equity Story

To help present information as professional investors want to see it, with in-depth and focused analysis for potential investors.

Maximize value

Compare valuations or prices after thoroughly reviewing economic and financial information and maximize value in a controlled auction context with several potential interested parties.

Negotiation

Experience in negotiating the terms and conditions of agreements focused on the transaction and in anticipating problems that could jeopardize the transaction.

Security

Channeling customer concerns and sharing similar experiences that have helped avoid mistakes.

Empathize

Maintaining a good relationship and empathy with the different counterparties throughout the entire process

Time

To allow the client to dedicate most of their time to the business while ensuring that the M&A process takes place within predefined timeframes.

Typical phases of the M&A process

A structured advisory process is divided into three main phases or stages and is normally carried out over a period of between 9 and 12 months (although by month 4-6 it should already be known whether or not there can be a transaction)
Phase 1
Analysis 2-3 months
STAGES

Initial planning

MAIN TASKS
  • Understanding the client’s rationale or motivation and defining the transaction structure.
  • Defining the operation strategy: critical aspects, minimum price, management team involved, and process timeline.
MAIN TASKS
  • Framing the operation and the client’s motivation.
  • Planning a customized and tailored operation.

Review and preparation of information

MAIN TASKS
  • Conducting an economic and financial analysis of the company.
  • Preparing all necessary materials for the process:
    • Information Memorandum
    • Valuation Report
    • List of Candidates
    • Blind Profile
KEY VALUE LEVERS
  • Quality materials.
  • Value maximization through financial pre-due diligence.
  • Proprietary buyer/investor search methodology.
Phase 2
Market Launch 2-3 months
Contact with potential clients
MAIN TASKS
  • Defining the market entry strategy.
  • High-level contact with potential candidates.
  • Coordinating and organizing calls and site visits with interested candidates.
  • Evaluating offers.
  • Negotiating the best possible offer.
KEY VALUE LEVERS
  • Rigorous process of contact and total management of buyers and their Q&A.
  • Advance preparation data-room
Phase 3
Closure 2-3 meses
DD coordination and transaction closure
MAIN TASKS
  • Coordination of the Due Diligence process and all advisors involved in the transaction for both parties.
  • Negotiation of contracts with the support of legal advisors.
  • Support for the Company until the closing of the transaction.
KEY VALUE LEVERS
  • Constant support throughout the closing process, coordinating all participating parties.
  • Negotiation strategy.

Cross-Border Operations

International network
IMPLICA CORPORATE FINANCE maintains an open architecture of strategic alliances with different Corporate Finance companies in the main markets of the world in order to provide precise coverage for cross-border transactions with foreign buyers, who are increasingly present in the processes of buying and selling Spanish companies.